It is important to be aware of your company's organizational structure because it reveals information regarding who has authority over whom; how and why a company divides the workload by specific people and by groups/teams. Understanding your organizational structure can also reveal important cross-functional relationships to coordinate work efforts for optimum results. It can show where breakdowns can occur in the hierarchy and assist in developing solutions for increased accountability.
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ORGANISATIONAL CONTEXT When I entered employment with FreightQ the company’s organisational structure had labour divided according to the products it transported. Due to the large demand for the transportation of a particular product (coal) support was provided by means of a parallel division. This supporting division, entitled National Customer Strategy (NCS), focused on retaining and attracting new coal customers. The NCS division identified a need to provide customers with complete supply
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DESIGNING ORGANIZATIONAL STRUCTURE— BASIC DESIGNS 10 Copyright © 2014 Pearson Education, Ltd Copyright © 2016 Pearson Education, Ltd. 10-1 10 - 1 LEARNING OBJECTIVES 1. Describe six key elements in organizational design. Know how to delegate work to others and develop your skill at delegating. 2. Contrast mechanistic and organic structures. 3. Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design. 4. Describe
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Chapter 10 Organizational Structure and Design |ANNOTATED OUTLINE | | 1. INTRODUCTION Designing organizational structure involves the process of organizing (the second management function) and plays an important role in the success of a company. 2. DEFINING ORGANIZATIONAL STRUCTURE Managers need to establish structural designs that will best support and allow employees
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MAF 680: CASE STUDY: A DELIMA ACCOUNTING SYSTEM ISSUE : MYOB Software not integrated DOCUMENTS ARE NOT PROPERLY PRE-NUMBERED, RECORDED & DOCUMENTED FINDINGS: Sales invoice & PO are manually produces & not pre-numbered - Asset purchased not recorded. - Unrecorded cash withdrawals. * Negative impact on FS & Cash Flow TIMESHEET ARE MANUALLY PREPARED BY EMPLOYEES ISSUE: -Employees record their time in & out themselves -No staff in charge and monitor employee attendance.
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At Commerzbank this theory could be put under scrutiny as every worker may have their own epitome of ‘one best way” to perform a task . His other theory of a ‘fair days of work’ ,may not be successful at Commerzbank as a workers wage depends upon his performance in monetary terms . However, this principle must be viewed with a degree of caution, as the notion of this theory would exclude payments being made to new/untrained employees and trainees. As they may not generate any revenue at all
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INTERNATIONAL STRATEGIES (Jay B Barney) Summary International Strategies can be seen as a special case of diversification strategies. Firms implement international strategies when they pursue business opportunities that cross country borders. Like all diversification strategies, international strategies must exploit real economies of scope that outside investors find too costly to exploit on their own in order to be valuable. Five potentially valuable economies of scope in international strategies
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Throughout the criminal justice system there are two different organizations. The two structures consist of bureaucratic and patron-client organizations. There are also main models of organized crime share similarities and differences. The models of organized crime include hierarchical and local-ethnic models as well as the abadinsky model. However, the abadinsky proposes two models as explanations to indicate the structure of organized crime groups. Within this document the distinctions between bureaucratic
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LEADS 1. Consider how NUMMI became a learning organization – what changes in structure, labor practices and especially management philosophy made NUMMI more competitive that the GM plant that it replaced? How do the different parts of the system support each other? 207 words NUMMI became a consummately adaptive enterprise. The leadership at NUMMI realized the importance of “Creative Tension”. They were true in their assessment in judging the current reality as well as very clear in the vision
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gathering information on specific organizational features, based on personal interviews and obervations. They also examined the organizational mission statements, records, rules, regulations and policies in order to gain information about the unit’s structure. Since Erica was a former student manager at the dining unit couple of years ago, she took over the interviews with the employees because it was easier for them to speak with a familiar face than a complete stranger. But here the question arises
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